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By John A. Breslin

The U.S. Bureau of Mines develops technology to help ensure that the Nation has an adequate and dependable. supply of minerals at reasonable economic, human, and environmental cost. Our research programs seek improvements for almost every aspect of the mineral production cycle--from evaluating the availability of minerals, removing the ore from the earth, to enhancing the performance of mineral materials. The health and safety of the men and women who work in the Nation's mines and minerals processing plants and the environmental impact of mining and mineral processing are major Bureau research concerns. In recent years, the U.S. mineral industry has found it increasingly difficult to compete for a share of world markets. Many foreign producers benefit from lower production costs and higher grade deposits. Some foreign governments subsidize their mineral industries and impose fewer restrictions with respect to environmental controls and health and safety regulations. If the United States is to compete in world mineral markets, innovative technology must be found to lower the cost of recovering and processing minerals. Mining and mineral processing research by the Bureau identifies ways to help the country maintain a sound, competitive industry and a dependable mineral supply, so vital to economic growth and the national security. This work includes efforts to improve existing techniques and procedures; but more and more of the Bureau's resources are being focused on long-term, high-risk research directed at developing new approaches to mining and mineral activities--approaches like in situ mining. Bureau scientists are studying the mining applications of computer assisted mining and investigating a variety of "high tech" approaches to extractive metallurgy. Such cutting-edge research will be necessary if major advances in health and safety, environmental quality, strategic and critical minerals availability, and overall U.S. competitiveness are to be achieved. It is just such high-risk research that the industry cannot afford to conduct itself, but--in the long run--cannot afford to be without. It is this type of research that will help us arrive at a revolutionary breakthrough rather than small incremental changes in health and safety technology as well as recovery methods. Our mining and mineral processing research is also directed at reducing the Nation's dependence on imports of minerals that have key defense and industrial uses. Some of these strategic and critical minerals are particularly vulnerable to supply disruptions. We are working on technologies that would allow the United States to take advantage of domestic sources of these minerals--sources consisting primarily of deep or low-grade ores, ores with complex mineralogy we do not yet know how to process, and small deposits that are now uneconomical to mine and process. Other research activities focus on ways to reduce the Nation"s consumption of key minerals and increase the recycling of these minerals. The opportunities in this area include coal. The current middle eastern crisis reinforces the need for a stable energy supply--preferably a domestic supply. The extensive reserves of coal in this country are well documented. Perhaps what is not as well recognized is the impact that the price of coal can have on its competitive position both for domestic fuel selection considerations as well as for the ability of this country to compete in the coal export market. Today, the role to the United States is as a reliable, but high-cost exporter of high-quality coal. U.S. export coal competes with supplies from other major suppliers, including Australia, Canada, Poland. If U.S. mining costs were lowered by at least $8 per ton in the year 2000, then coal exports would surge by a projected 46 percent, and U.S steam coal displaces significant quantities of foreign coal imports in Europe. Further cost reductions would make

Jan 1, 1991

By M Burdick, A Harding, M Krulc, M Chappell

Substantial schedule advantages can be made on projects if cross-passage construction can occur at the same time as tunnel boring machine (TBM) operation with little or no impact on TBM logistics. However, this approach can prove difficult to achieve with many of the more cost-effective means of supporting the segmental lining during cross-passage break-out. This paper discusses the constraints and shortcomings of conventional approaches, and describes how a cost-effective solution involving a shotcrete shell and opening constructed inside the segmental lining was designed and constructed to deliver cost and time savings on Seattle University Link contract U220.The paper explains the spatial and schedule constraints on the TBM tunnelling and cross-passage construction, and how a shotcrete solution was arrived at in preference to traditional approaches. As the solution was novel the design had to be robust, and the paper explains how this was achieved through a combination of 3D finite element modelling and closed form solutions. Following a description of the trials to verify that the structure could be demolished post-cross-passage completion, the paper describes how the shell solution was constructed, used and demolished safely to leave the lining surface in a clean and undamaged state fit for tunnel operation.CITATION:Harding, A, Chappell, M, Burdick, M and Krulc, M, 2014. Opening supports to segmental linings – a novel shotcrete support solution, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 267–274 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By Anthony Harding

In a world of technology and electronic communication, it is easy to forget what engineers do best with a problem: sitting around a table, exchanging views and ideas with sketches and respecting everyone?s view. This was the approach adopted in the project to arrive at a solution for the cross passage opening sup-port for the Seattle University Link Extension. Schedule and space constraints usually impede concurrent cross passage excavation and tunnel boring machine (TBM) operation. And where the space is constrained, opening support solutions that maximize available cross sections are of great benefit. While there are a number of solutions that minimize space, some of these solutions can require expensive steelwork and extensive drilling and fixing. However, following a detailed round-the-table discussion of the options and constraints, it was identified that a shotcrete shell would not only limit obstruction of the space during installation, but also permit easy installation, particularly around services, and avoid costly steelwork and drilling and fixing.

By L. Shasko

Deliberative mapping is a method of public engagement designed to bring citizens and specialists together to inform policy decisions in conflict-laden areas of science and technology (Stirling and Davies 2004a). Citizens and specialists participate in the process both separately and together. A deliberative mapping study was held in Regina, Saskatchewan in October and November of 2019. Participants in the study assessed options for reducing greenhouse gas emissions in small, remote or off-grid communities, including assessing the role of small modular nuclear reactors (SMRs) in climate change mitigation. Deliberative mapping is designed to facilitate direct, two-way conversations between citizens and specialists through both formal and informal discussions. The relationship building component of this process may increase trust. Public consultation processes that lack two-way dialogue or are seen as obligatory rather than meaningful can worsen public opposition or lead to negative public perceptions. Public education alone is not enough to change public opinion. Providing people with more information on topics they already hold opinions on can work to reaffirm previously held biases, but building relationships can provide new pathways to overcome divisions and turn close-mindedness into open-mindedness.

Jan 1, 2020

By Madan M. Singh

This section is unique to the Handbook in that it is the only section that deals with underground excavations for nonmining purposes. The editors were of the opinion that the section should be incorporated because the subject matter covered by the chapters is closely related to mining, and many mining engineers are currently involved in these activities. As we enter the decade of the 1990s activities in this category will increase, enhancing the relevance and utility of the material discussed. As the population increases, especially in metropolitan areas, the necessity to go underground will be greater. At the present time, not only are subsurface shopping malls and pedways connecting buildings becoming commonplace, but structures as diverse as the Civil and Mining Engineering Building on the University of Minnesota campus, a road-and-fleet maintenance facility in Multnomah County, OR, and even an ice cream parlor (Dairy Queen) in northern Wisconsin have been constructed underground. Placing utilities below the surface has numerous advantages and is now customary. Rapid transit and highways through tunnels in urban areas have been the norm for many years, but subterranean stormwater reservoirs, power plants, industrial warehouses, and food storage silos are relatively new innovations. The philosophy of underground defense installations is ancient, but their requirements and designs have trans-formed radically as technology advances. The use of under-ground space for disposition of wastes is modern, since it is recently that environmental concerns and waste disposal costs have assumed increased significance.

Jan 1, 2008

By Matthew Deutsch

A common casualty of modern openpit mine optimization is the assurance that the resulting design is actually achievable. Optimized mine plans that consider value and a bare minimum of precedence constraints do not, in general, translate into practical, operational mine designs that can be used in the field. Ultimate pits may come to a sharp point at the bottom. Schedules may require taking small parcels of material from many disparate areas of the pit in a single period, and grade control polygons may be ragged, narrow and not minable with realistic equipment. In this paper, these three fundamental openpit mine optimization problems are addressed by encoding them as maximum satisfiability problems. Maximum satisfiability provides a useful framework for problems that are nonlinear and may guarantee the optimality that metaheuristics cannot.

By T. M. Storer

Much has been written and many discussions held on the virtues (and evils?) of a Company-owned motor fleet. Almost invariably these dialogues take a generalized form and thereby lose something since the individual circumstances, geography and philosophy - particularly in diverse industries, is never quite the same. In considering the nature of my remarks today, I felt a departure from the general approach might be in order, and in lieu of that, will attempt to present a concise picture of how we in the Lehigh Portland Cement Company view this problem and the steps we have taken in our efforts to solve it. At the outset a word may be in order about the Lehigh Company itself, what we do, and the problems that confront us specifically as well as the cement industry at large. We are primarily a manufacturer of portland cement operating 10 plants with a total annual capacity of about 23,000,000 barrels. We market this material in 30 states, shipping both from the plants directly as well as through a system of 18 distribution terminals. About 150,000 truckloads of cement are shipped to customers each year.

Jan 1, 1969

By Thomas J. Kingston

A general overview of the taconite crushing process at Minntac is presented The process is controlled from a central control where the control room operator uses closed circuit TV, computer process control and alarms, graphic panels, and radio communication to roving attendants to run the Plant. This paper points out the operating controls and parameters as the plant operator sees and uses them.

Jan 1, 1980

By Leonard Kellogg

Introduction The Mine Manager or Superintendent is a man faced with a difficult problem. He must direct the activities of his mine in such a manner that, over a period of time, the greatest possible profit will be realized. In this respect, a mine is no different from any other business organized for profit. What makes the mine manager's task so difficult then? The profit of a mine is determined by -among other things -the grade of ore, the market price of the metal or metals produced, and the cost to operate the mine. The mine manager cannot do much about the first two of these, but he has considerable control over the operating cost. This cost will depend in large measure on the nature of the programme on which he plans to operate his mine. This operating plan may be broad or specific, on a long-range basis or on a month to month basis. The development of the plan, however, is made very difficult by the existence of so many factors which must be considered. These may be (1) factors requiring decisions based on the best judgment and interpretation of engineering and geological information available, or (2) items which must be considered but which are largely non-controllable. To be more specific, examples of such items would be: (1).-(a) The amount and type of development work to be done in relation to amount of ore to be mined. (b) Mining methods to be followed and type of equipment to be used. © Amount of exploration diamond drilling to be done if the orebody is not clearly defined. (2).-(a) Rock type and degree of hardness. (b) Width, depth, and pitch of veins. © Amount of work requiring timbering. (d) Faults encountered. (e) Water and gas conditions met with.

Jan 1, 1952

By R. H. Fernald

In 1900, as far as available records show, there were only two producer-gas power installations in the United States. In June, 1915, the number probably exceeded 1,000. Of this number, some 84.5 per cent comprised small plants using anthracite, and only about 15 per cent of the total number utilized bituminous coal and lignite. In addition to these, two plants used wood, and three or four used oil. In the main, however, the larger sized units are operating on bituminous coal and lignite.

Jan 1, 1916

By Peter Richards, Alexander Lewis-Gray, Mark Davies, Nicholas Katsikaros

"Gekko Systems developed the Gekko Resin Exchange Column (G-REX) in order to optimise the recovery of gold in complex leach-to-electrowinning processes, as an intermediate step using a highly gold-selective resin to isolate contaminant metals. The AuRIX®100 resin produced by Purolite is licensed exclusively to Gekko, with the G-REX column designed specifically for this resin (Lewis-Gray et al, 2015). Operational experience has been gained at the CGT Ballarat Gold Plant in near continuous operation since 2008, treating unclarified concentrate leach solution. The extension of the technology to higher throughputs and more complex chemistry is discussed.Aurix®100 ResinAuRIX®100 resin is a cross-linked polystyrene alkaline resin developed by Henkel (Virnig et al, 1996). The resin beads are off-white in colour, spherical, with a nominal size of 100% +600µm. This resin is highly selective for gold and silver over many metals, by way of extracting precious metal cyanide complexes from leach solutions with a pH less than 11.5. The higher end of the pH scale produces best selectivity according to the order of preference: Au > Ag > Hg > Zn > Ni > Cu > Co > Fe. Purolite produces the resin and Gekko Systems maintains licensing of AuRIX®100 resin for use in its G-REX column as part of its unique suite of gravity gold handling equipment.Significant cost savings over carbon-in-solution (CIS) systems are realised with AURIX®100 resin, of around 4% to 12% in capital savings and 27% to 40% in operating costs (Virnig et al, 2004). Allied to this is that AuRIX®100 resin is not susceptible to fouling, that is, the resin does not load with inorganic salts or organic compounds which would affect the loading and extraction of precious metals. To counter any potential for fouling by inorganic salts, in service a dilute acid wash is carried out periodically on the resin to unblock resin pores."

Jan 1, 2016

By L. R. Hougen

The Falconbridge Matte Leach Process yields high-purity nickel chloride by selectively dissolving nickel from copper-nickel converter matte with hydrochloric acid , purifying the solution by solvent extraction and crystallizing NiCl2 4H2O by further acidifying the purified leach liquor. In the Kristiansand Matte Leach Plant, a granular oxide is produced by high-temperature hydrolysis of the nickel chloride for subsequent reduction to a high-purity granular metal product, designated NICKEL 98. This paper describes the investigation of on alternate route to processing nickel chloride in which high-quality cathode nickel is produced by electrowinning from all- chloride electrolyte. The investigation was made in a pilot circuit containing two production-size electrowinning tanks operated in conjunction with the commercial-scale leach plant.

Jan 1, 1977

By John Marsden

JIM ARNOLD: Our next speaker is John Marsden. John runs the concentrator complex at La Candelaria Project in Chile. John's a Royal School of Mines graduate and he wrote the book on gold metallurgy, The Chemistry of Gold Extraction, which, by the way, he dedicated to me-at least that's what my copy says. [laughter] John, go ahead. (Message shown on Projection screen) ‘Raulerson’s Rules Plant operators and maintenance personnel should be asked to participate early in the design process. This ensures that the plant will never be completed on time or within budget.’ JOHN MARSDEN: Good afternoon, everybody. My presentation this afternoon is going to be very short. It won't be as funny as Joe Keane's, but I guarantee you it will be a lot quicker. [laughter] That transparency isn't mine, actually. [laughter] You're trying to throw me off.

Jan 1, 1998

By S. R. Brown

A number of relatively recent factors associated with the design of new metallurgical processing plants have made the effective training of operators a requirement for a successful start-up. Some of these factors include large capital investment in a minimum of processing lines, highly complex process control systems, and stringent regulations on plant effluent, to name a few. More than ever, operating mistakes during the start-up phase can lead to substantial delays in achieving design production, as well as problems with government authorities if permit limits are exceeded. The only way to assure your return on plant investment is to ensure new plant operators have the knowledge to properly run the plant from the outset. A comprehensive set of operating manuals specifically targeted for plant operators and foreman, written by experienced operating personnel, is the only effective way to provide the necessary information for start-up-related training.

Jan 1, 1995

By Finlay, J. S.

THE North Lily Mine started its career in an unusual way it was discovered by a geologist. The remarkable circumstance of driving a 2400-ft. drift into an unexplored country and "hitting her on the nose," indicates that geologists are sometimes numbered among those whom the Lord loves. Diamond- drilling from surface had previously shown the presence and position of the Ophir beds, and surface showings of pebble-dykes, faults, and bleached rhyolite indicated conditions similar to those at the Tintic Standard "Pot-hole." The discovery drift from the Tintic Stand- ard 700-level reached the North Lily orebody in January, 1926, and development and stoping were continued by Tintic Standard men and equipment until the North Lily shaft was sunk and put into service in May, 1928. The discovery drift was run on a cooperative basis by the Tintic Standard and North Lily mining com- panies. Finding the North Lily mine cost the North Lily company $26,000. The Tintic Standard Mining Co. furnished men and equipment to drive this discovery drift at a fraction of what it would have cost to find the orebody from surface. This was the beginning of the friendly cooperation that still exists. Through Tintic Standard ground the Tintic Standard paid two- thirds of the cost and the North Lily one-third; the cost of the drift through Eureka Lily, into North Lily ground, was paid by North Lily. Later, another drift from the Tintic Standard 900-level was run on the same plan, excepting that Eureka Lily paid its share of the cost; that is, the Eureka Lily paid one-third of the expense in Tintic Standard ground, and the Eureka Lily two-thirds and North Lily one-third in Eureka Lily ground. This 900-drift was driven by North Lily from the Eureka Lily line to near the North Lily west side-line. From this point the Chief Consolidated continued the drift well into Tintic Bullion ground.

Jan 1, 1929

By G Harbort, D Zoetbrood

"The Phu Kham copper-gold operation in the Laos People’s Democratic Republic (PDR) is owned and operated by Phu Bia Mining Limited. PanAust Limited holds a 90 per cent interest in Phu Bia Mining Limited, with the remaining ten per cent held by the Laos PDR Government.The original 12 Mt/a copper-gold concentrator at Phu Kham commenced production in April 2008. An incremental improvement program resulted in a number of circuit changes being incorporated by 2011, including conversion of conditioning tanks to flotation cells and the installation of a Jameson Cell cleaner scalper. In 2012 the Phu Kham Upgrade Project was commissioned to increase throughput to 18 Mt/a. In April, 2013 the Phu Kham Increased Recovery Project was commissioned to maximise performance by debottlenecking the plant IsaMill™ regrind and cleaning capacity.With the variable mineralogy of Phu Kham ore, control of the c concentrate regrind circuit is essential in terms of achieving effective liberation to maintain concentrator performance. On a routine basis laboratory regrind signature plot data is compared with daily surveys of the operational IsaMills™. More extensive surveys are also conducted to determine size distribution on a mineralogical basis and the effect of fine regrinding on pulp electrochemistry and flotation performance. This paper provides a review of the operating performance of the Phu Kham IsaMills™ with regard to power draw, feed and product size distribution, feed per cent solids, mineralogy and pulp electrochemistry. Operating performance is compared with the IsaMill™ signature plot test for predicting performance.Citation:Harbort, G, Zoetbrood, D and McNab, B, 2016. Operating Performance of the Phu Kham IsaMill™, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 39–50 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By C. Allen Born

INTRODUCTION As the title of this paper suggests, the author does not believe that risk can be managed. Rather, the objective is to identify the risk which will be present in a given venture and assess the level of that risk which is acceptable. More often than not, the risk which is present is subject to little or no modification. After identifying and measuring the risk a corporation will decide to accept it and proceed in such a way that it will be less exposed, or it will decide not to proceed at all. The exercise for a corporation is different only in degree from everyday judgements made by average people in average situations. However, that word "degree" means that it is considerably more complex on the corporate level. There is good reason for the additional complexity of corporate risk evaluation. The variables influencing a company's decision can be more numerous and the penalties for miscalculation much greater than those normally encountered by an individual. It should be understood that no analysis of risk, certainly not one as brief as the following, can do more than touch on some of the high points. Before examining the sorts of risk which affect the development and operation of specific mines, let us consider the broader aspect of the term with which mining companies, and all other business corporations, must deal. Companies must determine their long-term objectives and strategies within the context of a constantly changing world. To plot their direction they must attempt to read the future by seeking answers to questions such as: How will society evolve? Which businesses will thrive? In which of these should we place our emphasis? If a company hopes to be around five or ten years from now it must make the attempt to answer such questions in order to judge the impact of changing patterns in the evolving business environment. Information is available to allow the lessons of the past to be projected on the future. We have data on birth rates, economic booms and busts, patterns of conflict within and between nations, drought and other forces of nature as well as individual events which cannot be predicted, but which over time, do seem to occur in regular cycles. Ultimately the question "where will we be and what will we be doing a decade from now?" must be answered by one or more senior people with responsibility for the company's future. The compilation and interpretation of hard data by competent support staff, can only be used up to a certain point in determining future corporate strategy since there will be alternative possible futures and a high degree of risk will always remain. At this point those elusive qualities of experience, instinct, and - "gut feeling" - become important factors in choosing a long-term corporate direction. The goals of a company have a significant bearing on its attitude towards risk. This in turn dictates the "hurdle rate of return on investment" which a project decision-maker will require. The hurdle rate is the minimum-discount-percentage-rate applied to forecast cash flows to give a present value of zero to the All-Equity-Funded Investor. The feasibility study for a project is a fundamental tool in the management of risk. An experienced team has an established and well-understood set of ground rules for the preparation and assembly of a feasibility study. The necessary degree of conservation is built in at all levels of study data and, if the project is technically feasible, the hurdle rate becomes a catch-all measure of risk in a base-case project cash flow.

Jan 1, 1985

By S. A. Kenzap

Risk & Uncertainty ? Uncertainty about a situation can often indicate risk, which is the possibility of loss, damage, or any other undesirable event. Most people desire low risk, which would translate to a high probability of success, profit, or some form of gain. Risk = Likelihood x Consequence Risk is the possibility of loss, damage, or any other undesirable event.

Oct 1, 2010

By A L. Welsh, P S. Newling

Mill operators are entrusted to manage what are normally the largest capital assets on any mine site. Achieving maximum utilisation and lowest costs that drive operating margins are realised by applying well known fundamentals of good housekeeping and proactive (as opposed to reactive) maintenance programmes. Historically, maintenance and operations staff are bought in late during the construction stage and often do not have the time, know how or tools to put in place (let alone train the incumbent staff) a functioning maintenance system before commissioning starts. They then get drawn into a reactive maintenance paradigm as teething problems post commissioning are dealt with and day to day issues envelop the line tradesmen and supervisors. Additionally, even when some semblance of a planned maintenance system is established, it is often the case that over time personnel and cultural issues mask the development of problematic maintenance practices. As has been observed by the authors on many occasions, even when some basic programmed maintenance system is in place, the collection of maintenance data is often inaccurate, incomplete and not subject to analysis. The net result is of course a high incidence of machine failure leading to lower than expected availability, which ultimately translates to lower revenue and higher net maintenance costs. The time taken and the cost to repair a failed machine is always greater than the timely and planned repair of a worn machine.Upon review of a number of processing plants around the world, especially gold and small base metal operations, it is apparent that companies need to implement maintenance systems whereby the operators are not overwhelmed with data and can manage by exception. Inadequate or inaccurate data collection and analysis result in poor decisions being made and misguided actions taken. GR Engineering Services (GRES) has developed a system to enable the custodians of mining plant assets to make more effective and effective use of maintenance data by being able to focus on the indicators of plant deterioration and to programme concurrent maintenance activities to maximise plant availability and utilisation.This paper outlines the structures that can be employed to address the challenges of implementing a proactive asset management system. The best practice strategies described herein have been based on the fundamentals of a sound asset management framework:a phased approach to the development of Asset Management methodology and processeseffective implementation of programmed maintenance routinesmanaging asset condition data collected from various sourcesefficient analysis of asset data and management by exceptioninterfacing asset management data with Computerised Maintenance Management System (CMMS) and Electronic Management Systems (EMS) systemstips to assist with maximising asset performance.CITATION:Welsh, A L and Newling, P S, 2015. Operating strategies for custodians of company assets creating wealth, in Proceedings MetPlant 2015, pp 338–352 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 7, 2015

By J B. Magee

Sheep Creek Mines Limited has developed several operating techniques that have greatly assisted in keeping unit costs at reasonable levels. Some of the techniques, as described in this paper, include organization, accounting, warehousing, bonus and contracts. INTRODUCTION THIS paper is a non-technical report on operating techniques developed by Sheep Creek Mines Limited at their Mineral King mine, located near lnvermere, B.C. Depressed metal prices and continually rising labour and materials costs have necessitated a continuous search for method to keep operating costs down. The newly developed techniques and practices have greatly assisted in maintaining unit costs. Sheep Creek Mines Limited is a mining company incorporated under the laws of the Province of British Columbia. The Company's share capital is 3,500,000 common shares, witl1 a par value of 50 cents each, of which there are 1,875 000 shares is-sued. The Company has eight di-rectors. The administration, exploration and accounting offices are located in Nelson, B.C. The Company's working capital is approximately $1,500,000.

Jan 1, 1963